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Presentation - Agritourism Risk Management from WV University and WV Dept. of Agriculture
1. Tools for the Beginning Agritourism Operator
Dee Singh-Knights (Ph.D.),
Agricultural Economics Specialist
WVU Extension Service
Dosingh-knights@mail.wvu.edu,
304-23-7606
Cindy Martel,
Marketing Specialist
WV Dept. of Agriculture
Cmartel@wvda.us
304-541-9756
2.
Having a good and safe product that
consumers want and are willing to pay for?
Marketing your product to the right set of
customers?
Selling the right amount to be profitable?
Selling at the right price?
All
of the above
3.
Diversify the income
stream
Social or economic
reasons driven by
shifts in family life
patterns
Interest in educating
consumers
Maintain work at home
rather than working
off the farm
4. Rank of Critical Success Factors in Agritourism
100
Proportion (%)
80
60
40
20
0
(WV Women in Agriculture Program 2012-2013)
5. What experience can I offer the public that will make my
operation unique and profitable?
Does my region have the necessary characteristics to draw
people to the area?
Does my farm have the necessary resources/characteristics
to draw people to this enterprise?
Do we have the necessary personal characteristics to make
this enterprise successful?
7. PART A: REGIONAL CHARACTERISTICS
1.
2.
3.
4.
5.
6.
7.
8.
Natural Beauty
Cultural and Social characteristics
Recreational Offerings in Your Region
Shopping and Commercial Characteristics
Public Infrastructure to Support Tourism
Attitudes Towards Tourists
Accessibility of your Region
Existing Tourism Activity
Gross Total
Divide Gross Total by Standardizing Factor
SCORE
Max. Score 25
Max. Score 25
Max. Score 25
Max. Score 25
Max. Score 25
Max. Score 25
Max. Score 25
Max. Score 25
Max. Score 200
20
NET REGIONAL CHARACTERISTIC SCORE
PART B: PROPERTY CHARACTERISTICS
1.
2.
3.
4.
MAX 10
SCORE
Natural or Farm Features
Built Features and Cultural Artifacts
Site Infrastructure
Business Potential and Human Resource Features
Max. Score 25
Max. Score 25
Max. Score 25
Max. Score 25
Gross Total
Max. Score 100
Divide Gross Total by Standardizing Factor
NET PROPERTY CHARACTERISTIC SCORE
10
MAX 10
8.
9.
10.
Link offerings - The
region is the
destination.
Make it easier for
travelers to locate
options
Make a connection with
already established
trails, groups, packages,
etc.
Collaborate!
Work to create the
entire tourism
experience or the
tourism ―package!!.
Similar businesses or
nearby communities
aren‘t competition, they
are part of your tourism
product!
◦ The more there is to do,
the more appealing a place
becomes.
11. What is the economic feasibility of this enterprise?
What are the potential returns relative to the costs
from this investment?
Are there considerable upfront costs to be incurred?
Do I have the necessary financial resources to make
this successful?
12.
When a farm business borrows money it has an obligation
to repay debt.
If you invest in this agritourism business:
◦ Can I afford the interest (cost of capital)
◦ Can I meet cash obligations when due
◦ Can I make a profit and grow equity
◦ What is my cost of production relative to my revenue - will my
business pay for my inputs and give me enough to live on
◦ How many visitors/customers must I pursue to meet financial
goals
◦ How much should I charge for my product
◦ What does it take to make a living with this business
15. Expense Item
Annual Cost
Estimate
Graded Parking
Lot
$1,500
Kids; Corral
(Play Area)
$1,500
Farm
Improvements
$2,500
Restricted Area
Fencing
$1,000
Wagons, Safety
Chains, Steps,
Sideboards
$7,000
Picnic Tables
Tents
Portable Toilets
Total
•
•
These are capital or fixed
costs (depreciable)
What is the useful life of
these assets
• Maybe 10 years
$500
$2,000
$500
$16,400
•
Then these costs will be
annualized at $1,640/year
16.
Start with Main Enterprise Budget (main profit
center)
◦ Sweet Corn Enterprise Budget
◦ Maple Syrup Enterprise Budget
◦ Strawberries Enterprise Budget
◦ Meat Goats Enterprise Budget
How will my main enterprise change if I add an
agritourism enterprise – Partial Budget
◦ Changes in returns
◦ Changes in costs
17.
Partial budgeting is based on the principle that
a small change in the organization of a farm
business will have one or more of the following
effects.
Cause additional returns to be received
Eliminate or reduce some costs
Cause additional costs to be incurred
Eliminate or reduce some returns
18.
Compare two alternatives
– 4 questions:
What new or additional
costs will be incurred?
What current costs will
be reduced or
eliminated?
What new or additional
returns will be received?
What current returns
will be reduced or lost?
Example
19. Increases in Net Income
Increase in Income
Entrance fees
Gift shop sales
Total Increase
Decrease in Cost
Eliminate need for one
employee
Decreases in Net Income
Decrease in Income
$10,000
$4,000
$14,000
Total Decrease
$0
$0
$0
Increase in Net Income
$500
$0
$0
Total Decrease
$3,000
Increase in Cost
Adding seating, washrooms, signs
Play area for kids
Construction and utilities for gift shop
$500
$1,000
$0
$0
$3,000
Liability insurance
Employ one part-time employee
Total Increase
$100
$6,160
$8,260
$17,000
Decrease in Net Income
$8,260
Change in Net Income
$8,740
20. What is the economic feasibility of this enterprise?
Can I deliver this product at a reasonable cost?
Can I attract enough people to my enterprise to make it
profitable?
21. Total Fixed Costs (TFC): $4,000
Insurance - $1,000
Farm Market Improvements - $1,500
Cost charged per
tour (P): $120
Parking Lot Improvements - $1,000
Child play area - $500
Total Variable Costs (VC): $80
Wages/hour (5 workers @ $7/hr) $35
Desired proprietor income - $40
Giveaways/Promotion - $5
Break-Even Point (BE) =
TFC/(P - VC)
BE = $4000/($120 - $80)
BE = $4000/$40
Break-Even Point (BE)
= TFC/(P - VC)
BE = 100 farm tours
22.
Changes in Cost per Tour:
◦ Cost per Tour $100 = need 200 tours
◦ Cost per Tour $120 = need 100 tours
◦ Cost per Tour $140 = need 67 tours
Changes in Proprietor's Income:
◦ Proprietor's desired Income/Tour $20 = need 67 tours
◦ Proprietor's desired Income/Tour $40 = need 100 tours
◦ Proprietor's desired Income/Tour $60 = need 200 tours
23. Will I be able to generate enough cash on a regular basis to
pay daily operating expenses?
24.
Can I pay my bills when they come due Liquidity?
◦ Provides information on the farm’s ability to
meet financial obligations when they come due
◦ Helps to identify the sources and uses of cash
in the business
◦ Early warning system for cash flow shortages
◦ Does NOT provide an estimate of profitability
◦ Helps plan for cash fluctuations in the business
25.
26.
27.
28.
Uncertainty due to legal actions.
Civic responsibility – serious health issues, even
fatal
Required in some instances
What regulations apply depends on:
◦ Type of product,
◦ What market are you going to
◦ Who is the end customer
‘Another petting zoo, another e-coli outbreak’
◦ http://www.foodpoisonjournal.com/tags/e-coli-lawyer/
43. COOLER TEMPERATURE LOG
Location: -----Farm Theater Drink Cooler
Storage Cooler number: #5
Thermometer number: #10
Please see the OFFS Project Resources section for thermometer calibration instructions at
http://onfarmfoodsafety.org/resources/risk-assessment-resources/.
Thermometer
Calibrated
(See Log)
Recorded temperature
AM
PM
Date
10/20/13
Date
10/19/13
37°F
38°F
10/21/13
10/20/13
36°F
36°F
Corrective actions if
necessary:
Pulled cooler out from wall to
improve circulation; cleaning
Result of corrective actions
and date accomplished
Compare temperature in
AM
Maintain distance from wall
for consistent temperature;
cleaning
Cooler temperature is now
consistent
Initials
CAM
CAM
In any business, marketing and selling go hand in hand. Marketing describes a range of activities that include deciding what to produce and how to price, distribute and promote a product. Selling, on the other hand, describes the techniques used to entice buyers to exchange their cash for the seller’s products.
It appears that if an agritourism enterprise is operated in a marginal location or if there isinadequate management of critical success factors, then the best a farm based tourismenterprise can do for the farm is to ensure the marginal survival of the agriculturalenterprise. If however, the farm has a good location relative to tourist requirements, andthe other critical success factors of a farm based tourism business are paid attention to bythe operator, then an agritourism operation has the potential to prosper independent of thefarming enterprise.
Each square of the Tourism Potential Grid can be interpreted according to the following:1. High Tourism Potential: Balanced tourism structure between attractive of the property and the region in which it is located. Should proceed to the Business Planning Workbook2. Site Development Potential: Your region is very attractive to tourist, but your property must be further developed to capitalize on the regional development. Follow on to the business planning booklet to further evaluate your property.3. Market Development Potential: Your property has many suitable features for agrotourism, but your region needs to be developed. Since regional development is outside of your control, proceed to the workbook stage to see how you can potentially overcome this disadvantage.4. Low Tourism Potential: It appears that neither your property nor the region have sufficient attractiveness for agrotourism activities. Improving the viability of your business will be a huge undertaking. If you are committed to your project, proceed to the Business Planning Workbook for a more detailed analysis of what you need to do.
A common goal of pricing would be to generate revenues from product sales that allow for full cost recovery plus a pre-determined level of profit (a cost plus pricing strategy).However, in some instances, an agritourism activity may be viewed as successful if it were cost-neutral (revenues only cover costs) but attracted additional visitors to the profit center of your operation. For example, breaking even on a corn maze may be acceptable if it increases business at your farm market.
Adding agritourism to my sheep, goat and creamery enterprise Additional costs – seating, washroom, signage, liability insurance, hiring employeesAdditional returns – entrance fees, purchase productsReduced returns – productive space for customer facilities, worker time to agritourism operationReduced costs – reduced labor (visitors feed, do manual labor –cleaning pens, trimming hooves etc)Net change in profits – if positive, then consider alternative.Benefit/Cost ratio – if comparing wo alternatives, choose one with higher b/c ratio.
Consider the example in Table 3 of a farmer evaluating how many one-hour group farm tours would need to be hosted in order to break-even on investments in his farm infrastructure. In this example, the farmer would need to invest $4,000 in fixed costs (costs that do not vary with the number of visitors participating in such tours) in on-farm improvements. He estimates that each tour will result in $80 in variable costs (defined for simple illustration here as hourly wages, a desired return for his time, and give-aways for visitors). Based upon the break-even analysis, if the farmer charges $100 for each tour, he would need to offer 200 tours to break-even on hisinvestments in farm infrastructure.Based on this analysis, the farmer needs to ask himself, is 200 farm tours feasible? Is it consistent with my expectations in terms of time commitment? What if the price per tour was raised to $150? (Answer: 58 tours would be required to break even.) Would this price be acceptable to consumers? Would it be competitive with other farm tours offered in my market area? Break-even analysis allows you to examine alternative “what if” scenarios to determine tradeoffs between various price points and the number of product units that need to be sold to achieve a desired financial return.
This session covers materials to complement what my other colleagues have and will cover in this series of WIMBA/web-based sessions. Let talk about some basics of starting a small business – the business planning process for starting and operating a successful small food business.